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Applying DesignThinking andComplexity Theory inAgile Organizations                               	       Jean Tabaka, Rall...
Yuval and Ronen
An Agile Adoption Story
2002
5000
14
7
1
1
We	  created	  an	  algorithm	  we	  could	        exploit.	  
“Cookbook Agile”
Centralized	  authority	  
h5p://www.flickr.com/photos/virtualeyesee/6107062655	  
Lack	  of	  	  innovaEon	  
Diminishing	  customer	  base	  
EscalaEon	  
Agile	  	  “blame	  game”	  
Why	  a	  cookbook	    won’t	  do	  
We live in a world thatis complex yet craving      innovation
Our Agile adoptionsmust embrace vision  with hunches, exploration and   exploitation
We need to do thisleveraging emergence, bringing empathy, and  inviting “the wildly     unexpected”
3	  thoughts	  
Don’t	  latch	  onto	  one	  set	  of	           Agile	  pracEces	  
Invite	  principles	  and	  pracEces	  outside	  of	  Agile	  as	   your	  organizaEon	  matures	  
Combine	  emergence	  and	   resilience	  for	  sustained	  	          innovaEon	  
What	  you	  get	  
“Thrive versusmerely survive
A	  look	  at	  complexity	  
4 Dots
6 Connections
? Patterns
64 Patterns
10 Dots
45 Connections
? Patterns
Patterns35,184,372,088,832
h5p://www.flickr.com/photos/virtualeyesee/6107062655	  
We live in anunordered, complex      world
We havecomplexity of…
Organizations
Capabilities
Code-base
Customers
Markets
We	  can’t	  afford	  to	  latch	    onto	  recipes	  of…	  
Order
Control
Algorithm
Are you complex?
“What you predictdoesn’t come true.”
“What worked yesterday,  doesn’t seem to be   working today.”
“What you don’t know is      unknown.”
Are	  you	  a	  chef	  or	  a	   recipe	  follower?	  
“It is not possible to prove any new thought, concept     or idea in advance.”     – Charles Sanders Pierce
Analysis and inductionalone cannot manage     complexity
We should must invite  abductive logic
Abductive logic:multiple possibleexplanations for  something
We must invite  mystery to allowinnovative patterns to       emerge
How	  do	  we	  make	  sense	  of	   environments	  like	  this?	  
Gaussian probability (“Bellcurve) is not sufficient               http://en.wikipedia.org/wiki/Normal_distribution
We cannot see the lowprobability, high impact         events
Pareto plausibilityseeks outliers
We	  intenEonally	  seek	    these	  low	  signal	           outliers	  
Complexity theory
  DavidSnowden
Cynefin
Plausible   ProbableUnordered   Ordered
Plausible                           ProbableChaotic     Complex   Complicated      SimpleUnordered                        ...
Plausible                           Probable            Complex   Complicated            Chaotic     SimpleUnordered      ...
Plausible                   Probable Complex               Complicated            DisorderChaotic                    Simpl...
The relationship between    cause and effect
Plausible                                   Probable Complex                           Complicatedonly coherent in        ...
What practices areappropriate in each scenario/system?
Plausible                             Probable Complex                        ComplicatedEmergent practices               ...
What	  is	  Dave	  asking	  	           of	  us?	  
Resilience	  vs	  Robustness	  
Effec6veness	  vs	  Efficiency	  
The	  goal	  is	  NOT	  to	  define	  your	  system	  in	  one	  area	   or	  another	  but	  rather	     create	  movement...
Design thinking
George Kembeld.school,StanfordUniversity
http://dschool.stanford.edu/our-point-of-view/
Innovation with empathy
Design thinking practices     are non-linear
Design Thinking
Create space for the“wildly unexpected”
http://dschool.stanford.edu/dgift/#gear-up
Low fidelity prototypes
“It is not possible to prove any new thought, concept     or idea in advance.”     – Charles Sanders Pierce
We should must invite  abductive logic
The balance of   Exploration       Mystery       Heuristics         Algorithmwith   Exploitation
In business, we MUSTbalance searching and       shipping.
Reliability	  vs	  Validity	  	           and	  the	   	  “predilecEon	  gap”	  
Combining	  design	    thinking	  and	  complexity	  theory	  
Embrace	  deep	  intenEon	  around	  the	  principles	  that	    guide	  your	  pracEces.	  
Probe,	  Sense,	  Respond	  
Explore and Exploit
Emergence	  and	  resilience	  
Empathize	  and	  innovate	  
Apply	  cogniEve	  distribuEon	  necessary	  in	  complexity	  
Apply	  design	  thinking	  non-­‐linear	  empathy	  
Seek the wildly unexpectedVision & Empathy                           	  
Applying DesignThinking andComplexity Theory inAgile Organizations                               	       Jean Tabaka, Rall...
Applying design thinking and complexity theory in agile organizations
Applying design thinking and complexity theory in agile organizations
Applying design thinking and complexity theory in agile organizations
Applying design thinking and complexity theory in agile organizations
Applying design thinking and complexity theory in agile organizations
Applying design thinking and complexity theory in agile organizations
Applying design thinking and complexity theory in agile organizations
Applying design thinking and complexity theory in agile organizations
Applying design thinking and complexity theory in agile organizations
Applying design thinking and complexity theory in agile organizations
Applying design thinking and complexity theory in agile organizations
Applying design thinking and complexity theory in agile organizations
Applying design thinking and complexity theory in agile organizations
Applying design thinking and complexity theory in agile organizations
Applying design thinking and complexity theory in agile organizations
Applying design thinking and complexity theory in agile organizations
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Applying design thinking and complexity theory in agile organizations

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"Applying design thinking and complexity theory in Agile organizations"
By Jean Tabaka @ Agile Israel 2012

http://agilesparks.com/DesignThinking-JeanTabaka

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Transcript of "Applying design thinking and complexity theory in agile organizations "

  1. 1. Applying DesignThinking andComplexity Theory inAgile Organizations Jean Tabaka, Rally Software @jeantabaka
  2. 2. Yuval and Ronen
  3. 3. An Agile Adoption Story
  4. 4. 2002
  5. 5. 5000
  6. 6. 14
  7. 7. 7
  8. 8. 1
  9. 9. 1
  10. 10. We  created  an  algorithm  we  could   exploit.  
  11. 11. “Cookbook Agile”
  12. 12. Centralized  authority  
  13. 13. h5p://www.flickr.com/photos/virtualeyesee/6107062655  
  14. 14. Lack  of    innovaEon  
  15. 15. Diminishing  customer  base  
  16. 16. EscalaEon  
  17. 17. Agile    “blame  game”  
  18. 18. Why  a  cookbook   won’t  do  
  19. 19. We live in a world thatis complex yet craving innovation
  20. 20. Our Agile adoptionsmust embrace vision with hunches, exploration and exploitation
  21. 21. We need to do thisleveraging emergence, bringing empathy, and inviting “the wildly unexpected”
  22. 22. 3  thoughts  
  23. 23. Don’t  latch  onto  one  set  of   Agile  pracEces  
  24. 24. Invite  principles  and  pracEces  outside  of  Agile  as   your  organizaEon  matures  
  25. 25. Combine  emergence  and   resilience  for  sustained     innovaEon  
  26. 26. What  you  get  
  27. 27. “Thrive versusmerely survive
  28. 28. A  look  at  complexity  
  29. 29. 4 Dots
  30. 30. 6 Connections
  31. 31. ? Patterns
  32. 32. 64 Patterns
  33. 33. 10 Dots
  34. 34. 45 Connections
  35. 35. ? Patterns
  36. 36. Patterns35,184,372,088,832
  37. 37. h5p://www.flickr.com/photos/virtualeyesee/6107062655  
  38. 38. We live in anunordered, complex world
  39. 39. We havecomplexity of…
  40. 40. Organizations
  41. 41. Capabilities
  42. 42. Code-base
  43. 43. Customers
  44. 44. Markets
  45. 45. We  can’t  afford  to  latch   onto  recipes  of…  
  46. 46. Order
  47. 47. Control
  48. 48. Algorithm
  49. 49. Are you complex?
  50. 50. “What you predictdoesn’t come true.”
  51. 51. “What worked yesterday, doesn’t seem to be working today.”
  52. 52. “What you don’t know is unknown.”
  53. 53. Are  you  a  chef  or  a   recipe  follower?  
  54. 54. “It is not possible to prove any new thought, concept or idea in advance.” – Charles Sanders Pierce
  55. 55. Analysis and inductionalone cannot manage complexity
  56. 56. We should must invite abductive logic
  57. 57. Abductive logic:multiple possibleexplanations for something
  58. 58. We must invite mystery to allowinnovative patterns to emerge
  59. 59. How  do  we  make  sense  of   environments  like  this?  
  60. 60. Gaussian probability (“Bellcurve) is not sufficient http://en.wikipedia.org/wiki/Normal_distribution
  61. 61. We cannot see the lowprobability, high impact events
  62. 62. Pareto plausibilityseeks outliers
  63. 63. We  intenEonally  seek   these  low  signal   outliers  
  64. 64. Complexity theory
  65. 65.   DavidSnowden
  66. 66. Cynefin
  67. 67. Plausible ProbableUnordered Ordered
  68. 68. Plausible ProbableChaotic Complex Complicated SimpleUnordered Ordered
  69. 69. Plausible Probable Complex Complicated Chaotic SimpleUnordered Ordered
  70. 70. Plausible Probable Complex Complicated DisorderChaotic SimpleUnordered Ordered
  71. 71. The relationship between cause and effect
  72. 72. Plausible Probable Complex Complicatedonly coherent in requires analysis orretrospect, and not expertiserepeatable Disorder not perceivable obvious & repeatableChaotic SimpleUnordered Ordered
  73. 73. What practices areappropriate in each scenario/system?
  74. 74. Plausible Probable Complex ComplicatedEmergent practices Good practices Disorder Action Best practicesChaotic SimpleUnordered Ordered
  75. 75. What  is  Dave  asking     of  us?  
  76. 76. Resilience  vs  Robustness  
  77. 77. Effec6veness  vs  Efficiency  
  78. 78. The  goal  is  NOT  to  define  your  system  in  one  area   or  another  but  rather   create  movement   appropriately.  
  79. 79. Design thinking
  80. 80. George Kembeld.school,StanfordUniversity
  81. 81. http://dschool.stanford.edu/our-point-of-view/
  82. 82. Innovation with empathy
  83. 83. Design thinking practices are non-linear
  84. 84. Design Thinking
  85. 85. Create space for the“wildly unexpected”
  86. 86. http://dschool.stanford.edu/dgift/#gear-up
  87. 87. Low fidelity prototypes
  88. 88. “It is not possible to prove any new thought, concept or idea in advance.” – Charles Sanders Pierce
  89. 89. We should must invite abductive logic
  90. 90. The balance of Exploration Mystery Heuristics Algorithmwith Exploitation
  91. 91. In business, we MUSTbalance searching and shipping.
  92. 92. Reliability  vs  Validity     and  the    “predilecEon  gap”  
  93. 93. Combining  design   thinking  and  complexity  theory  
  94. 94. Embrace  deep  intenEon  around  the  principles  that   guide  your  pracEces.  
  95. 95. Probe,  Sense,  Respond  
  96. 96. Explore and Exploit
  97. 97. Emergence  and  resilience  
  98. 98. Empathize  and  innovate  
  99. 99. Apply  cogniEve  distribuEon  necessary  in  complexity  
  100. 100. Apply  design  thinking  non-­‐linear  empathy  
  101. 101. Seek the wildly unexpectedVision & Empathy  
  102. 102. Applying DesignThinking andComplexity Theory inAgile Organizations Jean Tabaka, Rally Software @jeantabaka
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